HADLEY, MA – TOWN ADMINISTRATOR …...HADLEY, MA – TOWN ADMINISTRATOR RECRUITMENT FINALIST...
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HADLEY, MA – TOWN ADMINISTRATOR RECRUITMENT FINALIST INTERVIEWS WEDNESDAY, 7/8 12:00 PM Convene 12:10 PM – 12:55 PM Tom Guerino 1:05 PM – 1:50 PM Joshua Garcia 2:00 PM – 2:45 PM Carolyn Brennan 2:55 PM – 3:55 PM Discussion Location: Hadley Senior Center, 162 Russell St., Route 9 Candidates advised to park in the American Legion parking lot which is shared with the Senior Center.
Transcript of HADLEY, MA – TOWN ADMINISTRATOR …...HADLEY, MA – TOWN ADMINISTRATOR RECRUITMENT FINALIST...
HADLEY, MA – TOWN ADMINISTRATOR RECRUITMENT FINALIST INTERVIEWS
WEDNESDAY, 7/8 12:00 PM Convene 12:10 PM – 12:55 PM Tom Guerino 1:05 PM – 1:50 PM Joshua Garcia 2:00 PM – 2:45 PM Carolyn Brennan 2:55 PM – 3:55 PM Discussion
Location: Hadley Senior Center, 162 Russell St., Route 9
Candidates advised to park in the American Legion parking lot which is shared with the Senior Center.
CarolynBrennan1MilesMorganCourtWilbraham,[email protected],2020DearSearchCommittee:Pleaseseetheattachedresume,whichinadditiontothisletter,isbeingsubmittedinsupportofmyapplicationforthepositionofTownAdministrator.SinceIstartedinmunicipalgovernmentin1986,Ihavetakenonincreasinglycomplexchallengesandhavefurtheredmyeducation,allwiththegoaloftakingonaleadershiproleinmunicipalgovernment.SeekingacareerinTownAdministrationmayseemlikeanon-traditionalpathforaCouncilonAgingDirector,however,myyearsofexperienceworkingforthreeverydifferentcommunities,hasfueledmypassionformunicipalgovernment.Myexperiencehasequippedmewithavaluableperspectiveaboutthebenefitsofeffectiveandmeaningfulmunicipalmanagement.Highlightsofmyqualifications,educationandexperienceincludethefollowing:
• MastersofBusinessandrecentcompletionofthemasterslevelCertificateinLocalGovernmentLeadership&ManagementfromtheMassachusettsMunicipalAssociationandSuffolkUniversityMoakleyCenterforPublicManagement.
• 1stVicePresidentoftheBoardofDirectorsfortheMassachusettsMunicipal
AssociationofTownFinanceCommittees.
• MemberoftheMassachusettsMunicipalAssociation’sBoardofDirectors.
• ChairoftheWilbrahamFinanceCommittee,requiringknowledgeofmunicipalfinance,capitalplanning,debtserviceandforecasting.
• Humanresourcedevelopmentandsupervisionofnineteenemployees,
whichhasincludedrecruitment,progressivediscipline,trainingandcompliance.
• Establishmentofmultiplestrategicinitiatives,policiesandproceduresto
enhancetheproductivityofmydepartmentandtheTownEmergencyOperationsTeam.
• Strong,establishedrelationshipswithstateandlocalelectedofficials.
In2017,IreceivedmyMBAfromAmericanInternationalCollegeandinJuneof2018,IreceivedmyCertificateinLocalGovernmentLeadership&ManagementfromtheMassachusettsMunicipalAssociationandSuffolkUniversityMoakleyCenterforPublicManagement.Thenine-monthlongCertificateProgramheldinAndover,providedmewithacomprehensiveunderstandingandpracticalapplicationofmunicipalmanagementfromhighlyrespectedcolleaguesintheMassachusettsmunicipalarena.AlthoughIhaveworkedasaDepartmentHeadforovertwenty-fiveyears,thecontentthatIlearnedfromeachteacherenrichedmyunderstandingoftheaspectsandchallengesofmanagingamunicipality.Whatcan’tbetaughtinaclassroomhowever,isinitiativeandcreativity.IbelievemyexperienceworkinginHampden,asmallruraltownof5,000residents,providedmetheopportunitytocompleteamajorconstructionprojectbysuccessfullyengagingvolunteers,philanthropistsandleadersinthecommunity.UnlikeHampden,mytimeemployedinEastLongmeadowfocusedonadiverseanddenserpopulationthatrequireddifferentapproachesinprovidingservices.Fundingtheneedsofasmallcommunity,withoutraisingthetaxrate,isalwaysabalancingact.MyroleonmylocalfinancecommitteeinWilbrahamandmyinvolvementontheBoardofDirectorsoftheMMAAssociationofTownFinanceCommittees,hasgivenmetheabilitylearnwhatfiscalchallengescommunitiesaredealingwithandhowtheycreativelysolvethoseproblems.Personally,mycommitmenttoliveahealthylifestyleandtrainingforfitnesscompetitionshashelpedmephysicallyandmentallydealwiththecomplexityoftheday-to-dayoperationsofabusySeniorCenterandmyvolunteerworkfortheTownofWilbraham.Ifeel,andhopeyouagree,thatmycombinationofexperience,worthethicandfamiliaritywiththeissuesfacingtownslikeHadley,makemeagoodcandidatefortheposition.IamveryexcitedaboutthisopportunityandhopeyouwillagreethatIhavetheeducation,skillsandexperienceyouseek.IunderstandthatapositionlikethisultimatelycomesdowntofitsoifyoufeelIhavethequalificationsyouarelookingfor,Iwouldwelcometheopportunitytoexplorethatfitwithyou.Sincerely,CarolynBrennan
1 Miles Morgan Court Wilbraham, MA 01095 (413) 896-3385 [email protected]
Carolyn F. Brennan
OBJECTIVE To pursue a position as a Municipal Manager or Administrator in Massachusetts.
CAREER and MUNICIPAL VOLUNTEER PROFILE
The Town of East Longmeadow — Executive Director, Council on Aging April 2007- present
● Perform Department Head duties including hiring and supervision of 19+ employees, manage the day-to-day operations of a large multipurpose center.
● Project Manager for the multiyear renovation of the Senior Center. ● Created and implemented an inter-municipal agreement to provide paratransit services for the
towns of East Longmeadow, Hampden and Longmeadow. ● Member of the Emergency Operations Center team and designated Director of Shelter
Operations.
The Town of Hampden — Executive Director, Council on Aging January 1989-2002
● Performed department head duties as stated above for a small and rural town. ● Project Manager for the construction of a new Senior Center. Responsible for data collection and
collaboration with Pioneer Valley Planning Commission to secure funding from the Community Development Block Program ,as well as the additional fundraising needed for completion.
The Town of Amherst — Co-Director, Jean Elder Elder House January 1986 - December 1989
● Shared management responsibilities of the Jean Elder House , a congregate living apartment setting for older adults.
● Worked under the Supervision of the Council on Aging.
Member of the Massachusetts Municipal Management Association’s Board of Directors 2016 - present
Association of MMA’s Town Finance Committees Association 2016 present
● Assist in planning the Annual and Spring Conference to provide educational opportunities for local Finance and Appropriation committees to enhance their understanding of municipal budgeting.
Wilbraham Finance Committee Chairman ● Facilitate the committee’s charge to prepare Wilbraham’s Annual Budget and Capital Plan and
make recommendations to the voters at the Annual Town Meeting. ● Work in collaboration with a diverse group of Finance Committee members and members of the
Regional School District School Committee to reach agreement on departmental budget requests. Wilbrahanm has a AA+ Bond Rating and a $45,000,000 annual operating budget.
SKILLS AND AREAS OF EXPERTISE ● Highly developed leadership skills in local government and management ● Confident public speaker and presenter ● Creative problem solver ● Ability to analyze emergency situations quickly and stabilize escalating situations ● Effective communicator and ability to engage and influence stakeholders and residents. ● Experienced supervisor for a large number of staff and volunteers ● Willing to delegate to staff and encourage independent thinking ● Over 28 years of successful grant writing ● Passionate about responding to constituent affairs and improving civic engagement. ● Positive attitude and goal setter with a warm and appropriate sense of humor.
DEMONSTRATED ACHIEVEMENT
Project Management
● Renovation of the East Longmeadow Senior Center, a 100-year-old building. Responsible for the management of the project, weekly contractor meetings, public engagement, budget and oversight. Directed and participated in the Senior Center Feasibility Study.
● Project Manager for the design and construction of a new senior center for the town of Hampden. Facilitated weekly meetings with contractors and architects. Provided data and research for the Pioneer Valley Planning Commission to secure funding from the Community Development Block grant program. Directed procurement procedures and protocol. Provided support to the Building Committee.
● Development of a strong history of working with local State Senators and Representatives to secure funding for state budget line items relative to senior center construction.
Human Resources
● Developed a highly skilled and cohesive team of full and part-time employees who embrace a shared vision for the senior center, providing support and training opportunities resulting in extraordinary service to constituents and stakeholders.
● Working knowledge of progressive disciplinary procedures and employee recognition. Course work in Human Resources from the Masters in Business at American International College , and from the Suffolk University Certificate Program in Local Government Leadership and Management.
● Member of the Search Committee for a new Fire Chief for the town of Wilbraham. Participated in the interview process as well as the day-long assessment center, evaluating candidates for their technical and management expertise.
Inter-Municipal and Regional Coordination
● Created and implemented an inter-municipal agreement to provide paratransit services for the towns of East Longmeadow, Hampden and Longmeadow. Secured funding from the Executive Office Administration and Finance, PVTA and the Executive Office of Elder Affairs.
Director of Shelter Operations
● Managed Shelter Operations during the 2011 June Tornado and October Storm for over 500 residents. Member of the Emergency Operations Center team for the Town of East Longmeadow.
Veteran’s Services
● Strong advocate for Veterans of all ages to ensure education and awareness. Chair of the Annual Veteran’s Picnic in the Park, Celebrating Veterans and their Families which takes place every fall in different locations throughout Western Massachusetts. Work closely with the local Veteran Service Officers.
EDUCATION
SUFFOLK UNIVERSITY, MOAKLEY CENTER FOR PUBLIC MANAGEMENT AND THE MASSACHUSETTS MUNICIPAL ASSOCIATION — Andover 2018 Certificate in Local Government Leadership and Management
Recipient of the Nancy Galkowski Legacy Fund Scholarship
AMERICAN INTERNATIONAL COLLEGE Springfield, MA 2017 Masters in Business Administration
UNIVERSITY OF MASSACHUSETTS Amherst, MA 1983 Bachelor of Science in Human Development
LASELL COLLEGE Newton, MA 1981
PRIOR WORK EXPERIENCE
Griswold Special Care 2004-2007
Client Service Coordinator
Orchard Valley of Wilbraham 2002-2004
LEADERSHIP AND PROFESSIONAL AFFILIATIONS
Wilbraham Senior Center Feasibility Committee
2015-2019
Massachusetts Association of Council’s on Aging and Senior Center Directors
Executive Board 2008-2016
Regional Representative 1996-2002
Pioneer Valley Transit Authority
1990 - 1992 , 2007- present
Statewide Coordinating Council on Community Transportation
2013-2015
AWARDS AND SPECIAL RECOGNITION
Director of the Year Award, MCOA 2010
Step Up Award, MCOA 2012
MCOA Senior Center Director Certification 2001
Minnechaug Alumni Hall of Fame - Awarded June 11, 1999
Citizens Legislative Seminar Senate, State House Boston - Spring 2002
REFERENCES
Stephen Crane
Town Manager, Concord MA
978-318-3000
Nick Breault
Town Administrator, Wilbraham MA
413-244-9718
CAROLYNBRENNAN1.TheimpactofCovid-19hasandwillcontinuetostraintheabilityofmunicipalitiestobalancebudgetsforthenextfewyears.Lostrevenueanduncertaintyintheabilityoftheeconomytorecoverisunknownandchallenging.TheFederalCaresActprovided$471,000tothetownofHadley.ThesecondmajorstreamoffundingisaneducationalcomponentthatwillbepassedtoBoardsofEducationtoassistinreachingstudents.ThelastmajorsourceoffundingistheFEMAdisasterdeclaration,whichwillreimburse75%ofdirectCovid-19relatedexpendituresduringtheincidentperiodthatbeganMarch13,2020.ThiswillcontinueuntilFEMAannouncesthattheincidentisclosed,assuminglate2020.Inmyopinionthe75%FEMAreimbursement,coupledwiththeCaresActpassthroughtoHadley,andtheeducationalmoney,hasthepotentialtopreventissuesfrombalancingtheFY20andFY21budgetsandhelpfillinthegap(notreplacement)oflostrevenue.AsHadley’sTownAdministrator,IwouldworkwiththeaccountantandpresentthisinformationtotheBoardofSelectmen.MyrolewouldbetocarryoutthedesiresoftheBoardofSelectmanandreturnthatplantothedepartmentheadsandworkcollaborativelywiththemifafterfinalanalysis,additionalcutsarenecessary.Idonotthinkthatthereisonesingleapproachtoreducespending.Iwouldnotrecommendaunilateralapproachsuchasfurloughingstaffacrossthedepartments.Tominimizeimpact,thereneedstobeavarietyofoptionsexplored.UseofReserveFundsshouldonlybeusedinanemergency,howeveritiscleartheCovid-19pandemicisanemergencyandIwouldconsiderrecommendingusingReserveFundstosustaincoreservicesifneeded.IwouldsuggestthatacommitmentwouldbemadetorestoreReservesassoonaspossible.Ifrevenuereductionexpectationswereexpectedlongterm,mygoalwouldbetofirstlookatstaffreductionofnon-essentialstaffbyattritionandcreativelylookatwaystoshareresponsibilitiesbetweenstaffinstead.IwouldcarryoutdecisionswiththeBoardofSelectmen'sdirectionandthenadministerthechangesthroughthestaffcollaboratively,thentransparentlycommunicatetheneedtoreduceservicestothepublicifnecessary.Iwouldactdeliberately,methodically,andwithtransparencywithanabundanceofclearcommunicationtopersonnelandthepublic.Finally,IwouldworkcloselywiththeDavidNixontogethisinputandadviceduringthisdifficulttime.
2.OfthethreemunicipalitiesthatIhaveworkedin,thetownofHampdenhasbeenthemostinterestingandhashadthestrongestsenseofcommunity.Icametotherealizationaftercompletingaclassentitled“AdministrativeStrategiesofLocalGovernment”fromtheSuffolkUniversityCertificateinLocalGovernmentandLeadershipManagementprogram,whythetownofHampdentuggedsocloselyonmyheartstringsandwhyHadleyisacommunityIwouldbeexcitedtoworkin.Theyhavemanysimilarcharacteristics.OurcourseworkinvolvedresearchingandclassifyingMassachusetts’stownsandcitiesusingacommunity-basedtypologytoestablishacomparativecontextforanalyzingthedevelopmentandimplementationofpublicpoliciesandpublicservicesbymanagersandleaders.ProfessorMichaelLavincreatedfivetypesofCommunities;Shopkeeper,Patrician,Worker,YeomanandManager.Hispremisewasthatifwecouldidentifytowncharacteristics,wewouldlearnthebestmanagementstyle,strategiesandpoliciesthatwouldbethemosteffectiveinmeetingthediverserangeofchallengesandneedsofthatspecifictypeofcommunity.WestudiedmultiplecommunitiesandlearnedthatTownAdministratorsorManagerswhounderstandthevarious“types”ofcommunitiesinMassachusettsaremorelikelytobebetterplanners,leaders,publicpolicymakersandaremorelikelytobecomeproductive,andexcelasmanagersandadministrators.Therearemanyuniquefactorsthatpredicthowacommunityrespondstopolicymakingandchangesthatmaybeneededtosustainatown’scharacter,charmanditsfinancialstability.Knowingandunderstandingwhyacommunityreactstochangeiscrucialinknowinghowtointroducechange.Ibelievemypersonality,managementandleadershipstyleistheperfectfitforaYeomantypecommunitysuchasHadley.LavinsummarizestheRuralYeomancommunityasatownmadeupofagriculturaltractsoflandandresidentswhovaluehardworkandwanttokeepthesmalltowncharacter.WhenIbeganmycareerinHampden,theCouncilonAgingwaslocatedinthebasementoftheTownHall.OneofmygreatestaccomplishmentswasoverseeingtheconstructionofanewSeniorCenter.ItwasthenewestmunicipalbuildingthatHampdenhadbuiltinmanyyears.IbecametheProcurementOfficerandtheProjectManager,whichgavemetheskillsandknowledgethatIwouldneedforfuturebuildingprojects.Ipaidagreatdealofattentiontoeveryconcernthatwasexpressedduringtheplanningstagesandthroughoutconstruction.Concernsfromresidentsthatmayhavesoundedtrivialtoan“outsider”,wereextremelyimportant.
• Wouldthebuilding“fitin”withHampden’scharacter?• Wouldtherebeanincreaseintraffic?• Wouldtherebeaneedforatrafficlight?(Thereisstillnotrafficlightinthetown).
IbelievethattheeffortItooktolistenandsharethoseconcernswiththearchitect,theplanningboardandotherindividualsandcommittees,helpedresidentsgaintrustinmeasaleader.ThearchitecttookgreatcareinstudyingthecommunityanddesigningabuildingthatmatchedtheruralcharacterofHampden.Hadley’sMasterPlanandtheTown’sTenYearCapitalImprovementPlanareoneofthemostcomprehensivedocumentsthatIhaveseenforacommunity.TheyareclearroadmapsforHadley,providingdetailedactionsteps,whichbringclaritytothedocument’skeystrategies.
TheonlywaytobringfueltoenergizethosestrategieshighlightedintheMasterPlan,isforthenewTownAdministratortoidentifythekeyplayersinHadley.AsIwillmentionfurtherintothisnarrative,IwillbethemosteffectiveAdministratorafterIhaveestablishedrelationshipswitheveryDepartmentHead,CommitteeChairandwhatIliketocallthetownmatriarchsandpatriarchs.Thesearetheresidentswho’vebeeninTownformostoftheirlivesandinfluencethoughtandperspectivesamongtheirneighbors.AsHadley’sTownAdministrator,mysuccesswoulddependonmyeffortstoeffectivelyutilizetheintellectualandhistoricalknowledgeofdepartmentheads,employeesandinvolvedcitizenswhovolunteeroncommitteesandtownprojects.Ienjoygettingtoknowmyemployeesandvolunteersandit’sbeenthroughthosediscussionsthatIhaverecognizedaskillorperspectivethatwouldbeanassettoaninitiativethatIwasworkingon.Hadleyhasavastareaofimportantlandmarks,parksandpointsofinterest.Itwouldbeimportantformetounderstandtheirsignificanceinthecommunityand“visualizethevision”oftheMasterPlan.Iwouldneedtolearnfromthe“experts”whohaveinvestedtheirpassionandexpertiseintheirknowledgeofthephysicalandculturallandscapeofHadley.Thecombinationofrelationshipbuilding,becomingfamiliarwithHadleyingeneralandbringingtherightpeopletogetherwillbethestrategyIwouldusetobringtheMasterPlantoareality,butitwouldtaketime.Theexcitementofmovingtoofastcanbeasdangerousasgoingtoslow.Thereisnothingmorefrustratingthanrealizingthataplanneedstobeupdatedandtheformerplanhasn’tbeenactedon.I‘veexperiencedthatwhileworkingontheOpenSpacePlanforEastLongmeadow.ThelackofconsistentleadershiphasforcedtheOpenSpacePlantostagnateandweareonceagaindealingwithadormantdocumentthatneedstobeupdated.TheHadleychallengestatementfocusedonwhatseemstobethemajorthemeintheHadleyMasterPlan–howdoesamunicipalitybalancethedesiretomaintainits’ruralcharacter,maintainopenspaceandgrowasacommunity.AsChairoftheWilbrahamFinanceCommittee,wehavebeenfacedwithexamplesofthisdilemmaseveraltimesduringthelastthreeyears.AlthoughCPAfundsarenotapartofthecapitalplanoroperatingbudget,theFinanceCommitteemakesarecommendationattheAnnualTownMeeting.ThereisalwaysarobustdiscussionaboutusingCPAfundstopurchaselargetractsoflandforOpenSpace.Committeemembersconsistentlyexpressconcernoverpotentiallossofrevenuefrombuildablelots,buttheyalsovalueOpenSpacepreservation.MyroleasChairhasbeentoaddresstheseconcernsandaskformoreinformationaboutviablebuildinglots,potentialrevenuelossfromtaxesandmoredetailsaboutthelandingeneral.Ibelievethatineachoftheserequests,asChair,ithasbeenmyresponsibilitytohelptheFinanceCommitteemembersmakethemostinformeddecision.I’vedonethisbybringinginanyonethathasknowledgeabouttherequestsintotheprocessandsharedetailswiththecommittee.IwouldusethosesimilareffortstoaccomplishthekeystrategiesoutlinedintheMasterPlan.Throughoutmymunicipalcareer,Ihaveseenfartoooften,projectsfailduetopoorcivicengagementandnotbringingthestakeholdersintotheplanningandpresentationprocess.
3.ThefirstpriorityasanewTownAdministratoristogettoknoweachmemberpersonallyontheBoardofSelectmen.Themosteffectivewaytodothisisformetomeetwiththeminformallyandfindoutwhatissuesaremostimportanttothemandtolearnwhatthemosteffectivewayistocommunicatewiththem.TheroleoftheTownAdministratoristocarryouttheirdirectivesandthiscanonlybedonebyknowingtheirowncommunicationstylesandtheirindividualconcernsanddesiresfortheirtown.WhenIwashiredinEastLongmeadow,IwasreplacingabelovedwomanwhohadpassedawaysuddenlyandhadbeentheDirectorfor25years.Shealsohadbeenmymentorthroughoutmycareer.TheTownwasmourningthelossofthiswonderfulwomanandIfacedmanychallengesduringmyfirstfewyears.WehaddifferentleadershipandmanagementstylesandIwasmuchyoungerthanshewas.TheEastLongmeadowCouncilonAgingwasjustabouttobeginatwomilliondollarrenovationoftheSeniorCenterandIhadbeenhiredbecauseofmyCOAbackgroundandmyexperiencemanagingthenewconstructionofaSeniorCenterinHampden.IwasalsointhemiddleofhelpingtomanagetheconstructionoftheHampdenSprayPark.Becauseofmyexperience,Iwasabletoidentifyareasofconcerninthelayoutandaccessibilityofthebuilding.ThecontractordidnothaveexperiencebuildingforanoldergenerationandIhadtotactfullyeducatethebuildingcommitteewithexamplesandexplaintheimportanceofrenovatingaseniorcenterforeasyaccessandwithefficientprogramspace.TheseniorparticipantswerecautiousandleeryofthechangesIwantedtomake,butIspenttimegettingtoknowthemandtheylearnedtotrustmebecauseIdirectedchangeveryslowly.TheadviceIgivenewCOADirectorswhenIleadNewDirectorTrainingsforMCOAistomakechangesslowlyyourfirstyearandspendmoretimebuildingtrust.Theseniormanagementteaminacommunityalsoworksbestwhentheytrusttheiradministratorandfeelliketheyareapartofateam.MyexperienceinEastLongmeadowworkingwithdepartmentheadshasbeenoneofmymoreenjoyableaspectsofmyjob.Inasensewearefamilyandworkcollaborativelyandsupporteachotherthroughtornados,OctoberstormsandnowCovid-19.InEastLongmeadow,wehaveexperiencedachangetoanewcharterandwe’vehadseveralTownManagersinashortperiodoftime.We’vesupportedeachother,encouragedeachotherandwetrusteachother.IvaluethiscamaraderieandreplicatingandsustainingthatinacommunitywillalwaysbeapriorityformeasIpursueacareerinTownAdministration.Itendtobeastrategicthinkerasamanager.Iamfocusedonthetaskaheadandtrynottoletdistractionspreventmefromgettingthejobdone.Ilearnhowadepartmentworksaswellashowoutsideinfluencer’simpactthemanagement.IlookandstudywhatisworkingwellandthenIlookfornewopportunitiestointroduceandcommunicateideasandgoalswithmyemployeesandboardmembers.Myleadershipstyleisreflectedinmypositiveandfriendlyattitudetowardslifeandthepeoplearoundme.I’velearnedtobepatientandmellowedinhowI“express”mypassionoveraninitiativeorproject.Ienjoypublicspeaking.Ibelievethatmyemployeesandvolunteersarethebackbonetomydepartment.Iallowemployeesandvolunteerstoowntheirrole.Mydesireisthatwhenmyemployeesaredrivingtowork,theyareexcitedtostartthedayanddon’tdreadit.My
managementphilosophyisto“trainmyemployeesfortheirnextjob”.Todothat,Iensurethatmybudgetincludesadequatefundingfortraining.It’simportantformetobeengagedwiththecommunity.Myhomeaddressisnotmyonly“home”.ThecommunityIworkinbecomesmysecondhome.Iampassionateaboutgettingtoknowasmanypeopleintownaspossible.ItiswhyIlovesmall,ruralcommunities.Iwanttomeetthematriarchsandpatriarchs.ThesearetheresidentswhohavelivedinHadleymostoftheirlives.Theytendtoknowthepulseofthecommunityandaretrustedinfluencersintown.Iwanttobeabletowalkintoarestaurant,visitafarmstandorvisitasportingeventandknowpeoplebyname.Myofficeisnotconstrainedtobricksinmortar,itistheentirecommunity.Undoubtedly,therewillbeconflictsthatIwillbeconfrontedwithnotonlyduringmyfirst100days,butalsothroughoutmycareerasTownAdministrator.MediationandproblemsolvinghavebeenskillsthatIhaveworkeddiligentlytomaster.ChairingtheFinanceCommitteeandleadingasaDepartmentHeadarepositionsthatdealwithconflicts.Beingagoodlistenerandbecomingfamiliarwithalloftheissuesinvolvedprovidesaplatformforasuccessfuloutcome.IfindmosteffectiveislisteningprivatelywitheachpersonorpartythatisindisagreementtoseehowtheinformationI’veresearchedisinlinewitheachviewpoint.Iwouldthenfacilitateameetinginvolvingallpartiesandaskkeyquestionsthatwillrequiresuggestedsolutionsfromeachperson.ThisapproachhasprovensuccessfulinthemajorityofconflictsI’vemediated,howevertherewillbetimeswhenneithersidewillbeinagreement.ItisthenthatIwouldhavetodecidewhatthebestsolutionis.Atthatpoint,clearcommunicationandactionstepsneedtobeprioritizedandagreeduponbyallpartiesinvolved.Onboardingwillmostlikelylookdifferentduringfiscalyearof2021duetothebudgetarychallengesthatCovid-19hasandwillbringtostaffing.Personnelisthelargestexpenditureinthebudget.Itwillbeimportanttoseewhatsuccessionplanningisinplaceandwhowillberetiringinthenextfewyearsandseehowthatmayassistusingattritiontoaddressbudgetaryshortfalls.Partofonboardingistomeetwithdepartmentheadsandseeifneedshavechanged,whichcouldreflectnewhiringandmodifyingjobdescriptions.Iwouldreviewthetown’sorganizationalcharttogainanoverallpictureofthestaffingneeds.Updatingjobdescriptionsisanimportantfunctioninattractingnewemployeesandensuringthatratesofpayareinlinewithothersimilarpositionsincomparisontosimilartowns.OnboardingisanotherareathatIamverycomfortablewith.JobpostingisnolongerrestrictedtotraditionaladvertisingandI’vefoundthatsocialmediaplatformshavedrawninmorequalifiedjobapplicants.Experiencehasshownmethatwhatanapplicantsubmitsonpaperisnotalwaysthemeasurementofbeingthemostqualifiedcandidate.IinterviewasmanypeopleasIcan.“Fit”hasalwaysbeenthefinalindicatorformewhenIofferacandidateajob.Thatcanonlybemeasuredduringaface-to-faceinterview.WhenIaminterviewingcandidates,Ialwaysaskmyselfthroughouttheprocess,“Howwillthispersoninteractwithmystaffandfitintothedepartment”?Duringthelastseveralyears,Ihavefilledalmost15positionsandIcansaywithsincerityandpride,thatIhaveanamazingstaffthatsupportsandencourageseachother.Istronglybelievethatagreatteamprovidesgreatcustomerserviceandhelpsmetobeagreatsupervisor.
Town Administrator search
Resume & Cover Letter Town of Hadley, MA
Joshua A. Garcia
Connect | Build | Grow
2 Dunn Avenue
Holyoke, MA 01040
April 21, 2020
Municipal Resources, Inc.
Dear Representatives,
I hereby submit to you this cover letter and resume for the position of Town Administrator currently available at the Town of
Hadley, Massachusetts. It is my intent to a seek longer-term career opportunity within town government in the Commonwealth of
Massachusetts that is in need of someone with exceptional planning, leadership, and management abilities with a background and
keen focus in Public Administration. Upon review, you will recognize the combination of my education and experiences working
with local governments on a local and regional capacity will be a good fit to address the unique challenges and opportunities in
the town, collaboratively with the towns Selectboard and personnel.
Sustaining a high level of public service is the center focus of my practice in the effort to secure the safety of local public
resources, maintain good governance, and improving the quality-of-life of residents. The beginning of my career started after
undergrad school at a local housing authority where I worked for five years. My role at the housing authority began in Resident
Services and concluded as their Property Manager, managing 448 subsidized housing units. Right after grad school upon
receiving a Masters Degree in Public Administration (MPA), I expanded my skill-set in the role of Municipal Services Project
Manager in the Community Development Section of a metropolitan regional planning agency. My 5+ years of experience in this
management position allowed me to work closely with local government leadership across the Pioneer Valley region to improve
the efficiency of direct municipal service functions and achieve economies-of-scale for taxpayers. This work included facilitating
the Governor's Community Compact program within our region and working with municipalities to prioritize 'best practice'
efforts to improve local government services. I have facilitated cross-departmental and cross-jurisdictional collaboration between
department-heads and elected officials to draft feasibility studies and strategic action plans, and have created new programs to
meet local and regional needs. Some of these include regional municipal accounting services which Hadley currently participates
in, municipal IT services for 5 towns, shared Economic Development Director services for 6 towns, and shared police between
two towns. I have also lead efforts to establish a regional partnership for animal control services between 4 towns and leveraged
resources to draft pre-development plans for a new regional animal control shelter. Soon after, I transferred these skillset to help
the Town of Blandford as Town Administrator where I have been directly responsible for assuring effective management of town
affairs and operations in accordance with all federal, state, and local laws and regulations. A notable accomplishment was the
immediate need to get its financial house in order and we did this while cultivating an environment of collaboration at Town Hall.
We professionalized and reorganized financial departments and made system changes to provide greater efficiency and
accountability. The changes implemented allowed for an improved budget setting process, timely closing of books of previous
fiscal year, and timely completion of annual audits. Together, we maximized on the town’s available resources and made
strategic investments in infrastructure and capital upgrades, and multiple investments in stabilization. It’s very important for me
to note that none of this would been accomplished without the commitment and follow through of town employees and
volunteers. On my personal time, I have made multiple contributions to my hometown by serving on municipal boards and
committees that were directly responsible for achieving growth and improving the quality-of-life in the community. My
combined experiences in housing, community development, municipal planning, public education, town administration, and
public safety coupled with my education has equipped me with the diverse skills necessary to advance in the complex field of
Public Administration and serve strongly in town government.
I am deeply committed to grow in this field and would be honored to make a significant contribution to the Town of Hadley. I
look forward to discussing my qualifications in greater detail. References are available upon request. Also, I invite
representatives to feel free to contact anyone within my network at any time should they want to learn more about my
professional background and character.
Thank you for your consideration.
Sincerely,
Joshua A. Garcia
Joshua A. Garcia
2 Dunn Avenue Holyoke, MA 01040 (413) 306-8926 [email protected]
EDUCATION
Westfield State University, Westfield, MA. Masters Degree in Public Administration (MPA),
concentration in Public Management, May 2012
Westfield State University, Westfield, MA. Bachelors Degree in Psychology and Minor in Regional
Planning, May 2008
EXPIERENCE
Town of Blandford April 2, 2018 to Present
Town Administrator
Keep the Selectboard informed of all important matters involving the town and make reports and
recommendations to the Selectboard as it so directs or as deemed advisable.
Attend meetings of the Selectboard, preparing and providing supporting documents and information
pertinent to agenda items.
Assist the town achieve permanent solutions to handle its municipal finance needs in the area of
Accounting, Treasurer, Tax Collector, and Assessors.
Assisted with strengthening the Finance Committee and its role in budget management process.
Leveraged community compact best practice resources to establish town-wide financial policies and a
financial forecasting budget tool.
Coordinate and execute new and/or existing grants and other municipal projects on behalf of the
Selectboard that support strategic goals and priorities. These grants include Green Communities, Small
Bridge Grant, Efficiency & Regionalization Grant, Municipal IT Grant, DLTA, Municipal
Vulnerability Preparedness (MVP) Grant, etc.
Collaborate with personnel and municipal committee volunteers as-needed to support department and
town objectives.
Managed capital needs of building and equipment.
Facilitate procurements of goods and services in accordance to M.G.L.
Pioneer Valley Planning Commission (PVPC) June 3, 2013 to June 2018
Municipal Services, Manager
Work closely with Town Administrators/Managers, Mayors, and Selectboard members with
priority setting and leveraging resources to achieve city/town goals.
Developed and facilitate municipal support service programs for member municipalities, including
serving as interim-Town Administrator at Town of Blandford, created a Regional Municipal
Accounting program, and developing a Municipal IT Support services program.
Collaborate with State officials to implement State priorities together with local
leadership in the Hampden and Hampshire region.
Project/Grant/Financial Management Coordination and Administration.
Coordinate procurements according to M.G.L.
Serve as an advocate for the regional community as needs and circumstances dictate.
Assist communities with implementing innovative strategies that change the way local
government meets local needs for the purpose of achieving efficiency when meeting mandates.
Facilitate cross-jurisdictional sharing of Municipal Services, including conducting
feasibility analysis and assist with developing Inter Municipal Agreements that determine
the governance structure of the shared service.
Work with municipalities to leverage state resources to encourage and incentivize efforts for
collaboration, partnerships, and shared service opportunities.
Holyoke Housing Authority July 2012 to May 2013
Property Manager – Federal
Managed 448 Public Housing Units, a combination of Elderly/Disabled and Family developments.
Co-supervised all on-site personnel at properties assigned and personnel assigned on special projects.
Maintained relationships with other departments within the agency, including Resident Services,
Maintenance, Admissions and Modernization departments - worked toward achieving cross-
departmental collaboration.
Worked closely with residents, resident council, and the community as appropriate.
Oversaw the timely turnaround of all vacancies.
Educated residents on all pertinent policies.
Ensured effective lease compliance.
Monitored and acted upon delinquent payments in a timely fashion.
Maintained operational consistency.
Holyoke Housing Authority September 15, 2008 to July 2012
ROSS - Service Coordinator
Coordinated housing assistance with supportive public and private resources in the community to
enable assisted families to achieve economic self-sufficiency.
Strategically collaborated with FSS Case Managers and Clerk Cashiers to increase participation in the
FSS program.
Maintained relationships with other departments in the agency to meet departmental objectives.
Trained FSS Case Managers on how to do case management.
Maintained open escrow accounts for FPH and HCV FSS participants.
Provided Resident Service Director with detail monthly report on department progress and future
objectives.
Assisted with Property Management functions as-needed.
MEMBERSHIP AND AFFILIATIONS
Holyoke Community College Foundation, Inc. January 2018 - Present
Board of Directors
Public Health Institute of Western MA January 2018 - Present
Board of Directors
Holyoke Fire Department, Holyoke, MA December 2015 to December 2018
Vice-Chair, Fire Commissioner, appointed by the Mayor
Engage in regular Board of Commission meetings.
Oversee the duties and responsibilities of the Fire Chief and operations of the Fire Department.
Oversee policy setting and enforcement of policies, rules, and regulations.
Appoint and/or promote, subject to the laws of Commonwealth’s rules and regulations relating to Civil
Service, members of the fire department and define their rank and duties.
Suspend and/or remove members in accordance to what’s allowable under Civil Services.
Participate in grievance hearings.
Advocate for Fire Department needs to achieve department purposes.
Participate in collective bargaining.
Small Town Administrator of Massachusetts (STAM) 2015 - Present
Member
Attend regular Association meetings.
Network with other Town Administrators from across the Commonwealth to share best practices.
Regularly attend the Massachusetts Municipal Association (MMA) Annual Meeting and Tradeshow.
Holyoke Public Schools, Holyoke, MA. January 2012 to December 2013
Elected Official - School Committee Representative – Ward 1
Chaired the Communication and Policy sub-committee.
Met federal and state mandates for the Holyoke Public Schools.
Provided important administrative oversight relative to the educational policies and programs the
committee institutes.
Appointed and oversaw the duties and responsibilities of the Superintendent.
Developed and adopted an annual budget for the Holyoke Public Schools.
Nueva Esperanza, Inc., Holyoke, MA. January 2011 – Present
Board of Directors, local community development organization
Served as Chair for 4 years of the 6 years.
Provided administrative oversight relative to the organizations policy and programs.
Advocated on behalf of the disenfranchised neighborhoods, including resident and business interests,
on issues directly effecting their housing and social needs.
Assisted with establishing and maintaining affordable housing for low-income families and individuals.
Worked in partnerships with all stakeholders to create and provide supportive services that assist with
self-sufficiency efforts for low-income families and at-risk youth to gang violence.
Grew capital reserves and maintained strong cash-flow at existing residential developments.
Self-sustained and maintained all existing assets owned by the organization.
TRAININGS AND CERTIFICATIONS
Leadership Pioneer Valley, 2016
BusinessWest 40 Under Forty recipient 2015
Town Manager/Administrator Boot Camp, October 2014
Certified Specialist Public Housing Manager (CS-PHM) certification through Mass NAHRO,
December 2012
Attend yearly the Massachusetts Municipal Association Annual (MMA) Meeting & Tradeshow
SKILLS
Keen understanding of local government and public administration.
Solid knowledge of Massachusetts General Laws.
Excellent capability to adopt a unifying vision and mission.
Experience with coordinating procurements.
Strong ability to soliciting and balancing the participation and input of stakeholders.
Great comprehension of Spanish and basic conversational skills.
Excellent knowledge and use of social media networks.
Solid knowledge of community issues and community planning.
Experience working in a team environment in support of departmental and organizational objectives
Knowledge of municipal budgets and ability to comprehend local departmental needs to meet
legislative obligations.
Knowledge in capital planning/budgeting.
Joshua A. Garcia
1. Although the Town of Hadley is currently well positioned financially with good reserves and the entire landscape of municipal governance and fiscal planning has dramatically changed with the recent spread of the COVID 19 virus and its obvious detrimental impact on the national and local economies. As stated in the Challenge Statement, the Town has $2.1M in its stabilization account, $2.5M in Community Preservation Act funds and “Free Cash” of nearly $1M. How would you begin to deal with the obvious negative impact on the FY-2021 budget and the reductions in anticipated revenues (property tax, local aid, and meals and hotel occupancy taxes, etc.) for the next fiscal year? In your career, please cite examples where budgets needed to be reduced and what approach you used with department managers, elected officials and the general public to explain the necessity of budget reductions and their related impact to the community. If you have no similar experience, please outline your plan to address this issue in Hadley during these fiscally challenging times.
The budget is a moving target and with the fiscal landscape constantly shifting, it makes managing
finances and services much more complex than what it already is. How local governments position their
budgets through planning using best practices greatly determines how communities will best navigate
those changes especially when they are unanticipated such as our current situation with COVID-19.
Since we are talking about any possible negative impact on the FY21 budget caused by COVID-19, my
approach to mitigate the impact is to maximize the town’s budget planning efforts using creative
financing strategies available to the town while monitoring revenue collections for updated fiscal
projections and using clear guidelines for spending.
First, recognizing the towns financial position with stabilization, reserves, and how free cash is governed
coupled with the existing financial management policies proves to me not only is the town committed to
responsible planning of town finances but also that the town is prepared to navigate the financial storm
which is a peace-of-mind for any Town Administrator. These tools are the foundation of which local
leadership has the flexibility to leverage and supplement fund gaps so that expected services are not
interrupted.
My strategy to deal with the obvious as the question asks would be to work collaboratively with the
Finance Committee, the Board of Selectmen, and departments to proceed with agreed upon
conservative guidelines until there is a much clear vision forward in the revenue forecast. Most
communities across the Commonwealth are planning for reductions of 20% in state aid and 30% in local
receipts. For Hadley, that is a combined possible shortfall total of approximately $1,634,232 the town
can start planning to supplement using a combination of conservative approaches and available funds in
free cash or stabilization. Additionally, the town can hold off on hiring new employees beyond its
Joshua A. Garcia
existing capacity to refrain from adding to the budget. The town can also hold off on planned large
capital purchases for another year or until there is a much clear financial picture of any shortfalls.
In addition to this, there are funds made available to cities and towns through the CARES Act. The Town
of Hadley has available $471,345 to cover any expenditures that have to do with COVID-19 related
expenses. I understand the funds do not close gaps due to loss of revenue, however there is an
opportunity here to be creative and it’s another tool I would add in my planning efforts.
Lastly, I would work departments to identify inefficiencies and control spending which will be an
ongoing strategy even beyond the pandemic. Through my experience working at Blandford, there are
always opportunities to improve inefficiencies and achieve economies-of-scale including leveraging
several grant opportunities through the Commonwealth that are specifically focused on these very
efforts through programs like the Community Compact, Green Communities, Small Bridge program,
Massachusetts Vulnerability program, and more.
Joshua A. Garcia
2. Please explain your experience and philosophy in managing growth issues in a town and how that growth needs to be balanced to protect its historical and agricultural heritage as well as the character of the community. Hadley’s Planning Board updated their 2005 Comprehensive Master Plan in 2017 to better manage its growth and help retain its image as a desirable community for residents to live, work and enjoy its natural amenities while becoming a regional commercial and agricultural center. How would you help to implement the strategies identified within that document to lead the community forward? What is your experience in implementing strategies for targeted areas that will be consistent with the Master Plan? How do you balance the arguments for continued growth versus preservation of land? Please explain how you would engage the elected officials, the local residents and the business community in moving this plan forward. Please provide specific examples.
Please explain experience and philosophy in managing growth issues in a town and how that growth needs to be balanced to protect is historical and agricultural heritage as well as the character of the community.
These are the very discussions we have been having in the Hilltown region which includes the Town of
Blandford where I currently serve as its Town Administrator. My general philosophy in navigating this
along with anything else I attempt to mitigate is - you get what you plan for. An inclusive, transparent,
clear, and consistent planning process determines greatly what the final outcome will look like.
For the past few short years, local leadership through an initiative called the Hilltown Collaborative that I
help form have been working together in the attempt to leverage opportunities for growth that will
reverse some of its unsustainable trends which include population decline; student body population
decline at its regional school district; aging population; shrinking tax base; and costs for services
continuing to climb. Although at the moment the Hilltown municipalities do not have the kind of
commercial development concerns Hadley has presently, local leadership involved continues to proceed
forward while being very much aware of how they can experience drastic growth changes if they are not
careful. Communities such as Hadley are often looked upon to learn from their experiences as they work
together to reverse trends and achieve sustainability while not losing its rural character and charm. As a
collaborative, Community Compact resources were leveraged to initiative a regional economic
development plan. Once the plan was developed, it was clear that the towns needed someone to
facilitate implementation of the plan, therefore Efficiency and Regionalization grant funds were
leveraged to supplement first year costs for a shared Economic Development Director. The towns now
sustain its shared cost annually through local appropriation and are entering its 3rd year. Together, we
work with the shared Economic Development Director to implement key strategies identified in the
plan, including but not limited to: marketing and promotion of the communities; liaison for existing
small businesses and new businesses considering to move into the area; implementation of last mile
Joshua A. Garcia
broadband project; facilitation of marijuana business interest; elevating discussions around importance
of exit from mass pike into the Hilltown region; facilitation of solar projects; and updating antiquated
zoning bylaws.
At Blandford specifically, we have been working with our Planning Board to update our antiquated
zoning bylaws in its entirety not only to bring them to the 21st century, but also make changes in areas
of the zoning bylaws that welcome growth and manages it in a way that anchors the rural character of
the town. These bylaws have been an important communicative tool that sets the community standard
and expectation for folks looking to build in town. Involved in the process have been numerous updates
at Planning Board meetings, several hearings, and a final presentation at town meeting where
Blandford, just like Hadley, gets to practice its truest form of local control by voting on any such changes
in the bylaws. Additionally, having a master plan is another strong tool since the vigorous process for
drafting a master plan results on the desires of the community. The level of community engagement
that concludes the strategic outcomes of a master plan makes it easier for local Select Boards and
Planning Boards to make the important decisions with town resources that are in line with the interest
of the community. At Blandford, we haven’t had the opportunity to engage in a process for updating our
master plan but we have been discussing with the Pioneer Valley Planning Commission on how to be
creative of available resources to execute such an undertaking.
How would you help to implement the strategies identified within that document to lead the community
forward? What is your experience in implementing strategies for targeted areas that will be consistent
with the Master Plan?
It’s great to know there already is an existing master plan in which the next Town Administrator can
begin to help implement. Although I haven’t had my first experience yet implementing strategies for
target areas identified in a master plan, I have had plenty of experiences drafting studies and facilitating
strategic goals and objectives for several different municipal initiatives. The master plan, like many plans
drafted with community input, serve as the guiding beacon. There are many moving parts in Hadley that
correlate with the strategies identified in the plan and I would begin by first developing my own set of
immediate/short and long term objectives of what I can accomplish for the town as Town Administrator
and ensure that those objectives are in line with the community interest drafted in the master plan. This
prioritizing would begin first with many discussions with members of the Select Board as the Chief
Executive Authority of the town and discussions with other departments that are working hard toward
Joshua A. Garcia
advancing the quality of life in the town. Upon conclusion of these preliminary efforts, I can then
streamline attention and available resources toward those priorities and accomplish within a given time
period.
How do you balance the arguments for continued growth versus preservation of land? Please explain how you would engage the elected officials, the local residents and the business community in moving this plan forward. Please provide specific examples.
I get this often at Blandford as we continue to have discussions regarding growth. There are ways to
cultivate both interests in a much more strategic and effective manner and Hadley has already started
with it – by finalizing a master plan. The next step I believe is updating the zoning bylaws. I see the town
is looking to hire an experienced planner and/or an economic development director which can be the
opportune moment for this process. The process should be inclusive and transparent with appropriate
stakeholders to seek their input prior to presenting a final draft for a vote at town meeting.
3. As the new Town Administrator you will be following a well-respected Town Administrator who’s retiring after 15 years of dedicated service to Hadley. With this in mind, how would you: A. Establish your relationship with the Select Board? B. Develop your own leadership and management presence? C. Work with the senior management team to understand their role and contribution in the community? D. Address any conflicts brought to your attention within your first 100 days? E. Engage with and get to know the needs, wants and desires of the community? F. Describe your “on boarding” plan for your first year?
A…Establish relationship with the Selectboard?
My first and immediate priority would be to establish two-way expectations between the Select Board
and me to build trust and gain direction. This is important because it’s their community and I want the
Select Board to know that I walk on that fine line delicately. I recognize the Select Board is the Chief
Executive Authority of the town elected by the people to govern the affairs of the town. As Town
Administrator, I operate under their strategic direction and assist with overseeing town departments,
activities, and projects for which I am given authority, responsibility, or control. I do this hand-in-hand
with Select Board direction so as long as it doesn’t conflict with any federal, state, and local laws, rules,
and regulations.
Joshua A. Garcia
B…Develop your own leadership and management presence?
I have to admit, this is a difficult question especially when I am expected to follow the footsteps of David
Nixon whom I have always looked up to in the profession of Town Administration since I first became
interested in wanting to become a Town Administrator. I would develop my leadership and
management presence by establishing credibility and building trust with constituents. I would do this by
acknowledging the contributions of those before me and cultivating strong and trusting relationships as
we look to proceed forward.
C…Work with the senior management team to understand their role and contribution in the community?
If I’m chosen, I understand my start date won’t be until late summer or early fall, just prior to the start
of budgeting season for FY22. This is a good time to start as Town Administrator because it’s when I
expect to be heavily involved working with department heads to understand service needs, their role,
and contributions to the community. There is also sometime to review existing reports and engage with
other constituents to get a clear grasp on strengths and potential gaps. I look forward to ensure a
collaborative process that is transparent and inclusive so that we produce a budget document that has
an accurate representation of meeting local needs based on the limitations of the town.
D…Address any conflicts brought to your attention within your first 100 days?
In local government, conflicts are inevitable and my approach to addressing conflicts is to acknowledge
them as they appear and prioritize on how to best mitigate them to reduce harm and/or liability to local
resources.
E…Engage with and get to know the needs, wants and desires of the community?
As described earlier, my immediate priority is to have this level of discussion first with the Select Board.
These discussion would continue as I connect with department heads and become familiar with the
services they provide and what they know of the community through their experiences. In tandem, I
would give a much more thorough review of the master plan which provides in-depth details of the
desires of the community. Upon my knowledge gained with these approaches, I’ll be better prepared to
have much greater discussions with community members – residents and businesses alike.
F…Describe your “on boarding” plan for your first year?
The following is an overview of what I look forward to achieve during my first year:
Discussions with members of the Select Board to identify priorities, goals, and objectives –
including Finance Committee.
Joshua A. Garcia
Discussions with department personnel to identify in their perspective priorities, goals, and
objectives.
Identify strategies that will achieve the identified priorities, goals, and objectives which will
include building on strengths and work toward bridging any gaps.
Review last audit.
Review system of internal financial controls and assess in-house capacity to understand the
culture of how the town operates its finances and introduce new ideas, if any, on how to
improve.
Regular meetings with financial team to monitor revenue and lookout for any budget shortfalls
because of COVID and conclude a plan of action to address as needed during year-end.
Prepare process and help facilitate FY22 budget setting.
Engage dialogue with members of community – residents and businesses alike.
Thomas M. Guerino
729 Tyler Hill Road
Vernon, VT 05354
802.254.6110 (H)
508.509.1377 (mobile device)
Please accept this brief statement of qualifications as an indication of my objective to be selected
for the position of Administrator for the Town of Hadley, as advertised in the online edition of
the Massachusetts Municipal Association’s Beacon.
As the enclosed resume indicates, I have enhanced my credentials and have held increasingly
responsible professional positions. Until recently, I served as the Town Administrator for the
Town of Bourne (February 17, 2005 – September 30, 2019). I have served as a Massachusetts
and Vermont Municipal Administrator, Economic and Community Development Director, and as
previously indicated, most recently (September 30, 2019) as the Town Administrator for the
Town of Bourne. Currently, I am assisting the Town of Wareham in a consulting capacity to the
Town Administrator by conducting a thorough review of the organizational and financial status of
the Wastewater Department. I am also serving as the Acting Town Administrator in Vernon, VT on
a part-time basis.
As you are aware, Bourne is a full-service community of 20,000 residents (40,000 in the summer
months), currently with a budget of $72 million. In addition to the General Fund and Education
budget, Bourne also owns and successfully manages a municipal regional integrated solid waste
facility ($11.7 million) and a wastewater enterprise fund. I am charged with budget and union
negotiations and work under the provisions of the Bourne Home Rule Charter, as amended. The
Town currently boasts a combined “Free Cash and Stabilization balances of $12.95 million as
opposed to the Town being $1.9 million in the red in 2005 when I was hired. I also currently
serve as the Chair to the Cape Cod Regional Transit Authority. During my tenure on the Cape, I
have had an excellent working relationship with the Cape Cod Commission.
I formally served as the Executive Director of the Massachusetts Rural Development Council,
Inc., Amherst, MA, a member state of the National Rural Development Partnership (9.5 years). I
have also served as a municipal selectman and a finance committee member. All of the above
positions have necessitated the acquisition of a comprehensive toolbox of skills and expertise.
These include negotiating, administrative, public budget preparation and presentation, wage and
classification preparation, preparation of policy and administrative documents, staff oversight,
annualized goal, benchmark/work plan/ Town Meeting preparation and other varied abilities that
are utilized in an ever-changing public environment.
Also, as noted within my resume, I have been involved in both exempt and non-exempt
negotiations, prepared grant and compliance reports for state and federal agencies, served both as
a hearing officer and appealer, and have worked within the parameters of local, state and national
policies.
Page 2.
I have also worked with many Massachusetts and Federal Departments and agencies and am
quite familiar with Massachusetts state Government (EOHCD, DOR, DEP, MDOT), having
worked with many during my tenure as an administrator and MRDC Director in the
Commonwealth. I am familiar with Mass. MGLA Chapter 30B, 32B, 40B, etc.
Further, I am comfortable with and have experience in working with groups of extremely diverse
constituencies. I am frequently recruited to present as an invited speaker or panelist locally and at
national functions. Thus, my extensive and varied experience in Municipal Government, human
resources, public-sector administration, public policy, budget, negotiation and team building
create a confluence, which will be beneficial to the entire community of Hadley, as it moves
forward to continue its reputation of professional excellence within the municipality.
I look forward to the opportunity in discussing how my experience and qualifications meet the
needs of and will maintain professional operations within the Town of Hadley, as it moves
toward securing a permanent Town Administrator. Note, I am very excited about the possibility
of returning to work in the Pioneer Valley.
It is anticipated that the salary will be commensurate with the responsibilities depicted within the
position profile, take into consideration with the growth pressures of the community and, of
course, be aligned with the level of professionalism required.
Respectfully,
Thomas M. Guerino
Thomas M. Guerino
THOMAS M. GUERINO
729 Tyler Hill Road
Vernon, Vermont 05354
802-254-6110 (home) [email protected] 508-509-1377 (cell)
Town of Bourne, MA – Town Administrator – Feb. 17, 2005 to September 30, 2019
• Chief Administrative and Executive Officer of full-service municipality 20,000.
• Prepare and Administer $68M annual budget plus an $11.7M Regional Landfill
Enterprise Fund, pursuant to Town Charter.
• Strong Chartered Town Administrator. Excellent Budgetary skills.
• Instituted town wide performance appraisal system.
• Reorganized the Zoning and Planning staffing organization.
• Brought town from $2M deficit in FY05 to undesignated fund balance of $6.6M in FY07.
• Halted use of Free Cash and Stabilization Funds for general operations without
repayment plan over 24 months.
• Orchestrated and justified general overrides – infrequent and only as absolutely
necessary.
• Increased public safety staffing.
• Revised long-term financial model.
• Created Capital Expenditure working group, Wastewater working group, Department
Head working subcommittees, and Integrated Solid Waste Management (ISWM) Futures
Working Group.
• Lead collective bargaining with 9 separate units. Prevailed on all arbitration challenges.
• Revised several antiquated policies and created new travel and vehicle use policy while
reducing and then stabilizing size of municipal fleet.
• Opened communications within municipal departments and made the Administrator’s
office accessible to employees and the general public.
• Harnessed school spending with close collaboration with School Superintendent.
• Brought self-insured health insurance budget under control through union negotiations.
• Established and funded Facilities Maintenance Department.
• Guided Board of Selectmen into professional goals-setting sessions. Working well with
an 80% board change over 8 months including a recall of two former members.
• Hired several department leaders including Director of Facilities, Human Resources, and
Director of Finance. Terminated employees as necessary and appropriate.
Town of Putney, Vermont – Interim Municipal Manager – May 2004 – Feb. 2005
• Chief Administrative/Financial/Human Resource/ Officer for full-service community.
• Charged with administrative, human resource, financial, and development functions.
• Administer and prepare general fund and special appropriation budget.
• Oversight of all invoice and payroll functions.
• Project Director and administrator of multi-million dollar capital improvement budget
including water and wastewater system development and upgrade, new library (charged
with selling existing library building), moved toward new EMS station.
• Revised benefit program to improve and reduce health and illness leave benefit costs.
• Chief procurement officer. Retained by community to assist in reviewing current
governance structure and recommend upgrades or transition to more appropriate
form/staffing core.
Massachusetts Rural Development Council – Executive Director –August 1994 to Dec. 2003
• Served as a leading advocate and spokesperson for 177 small and rural Massachusetts
communities related to policy and regulatory change requirements and the principles of
New Governance. Chief operating professional.
• Creatively facilitated more than 180 divergent teams on National, State, and local levels,
utilizing distinctive models for facilitation, achieving consensus, and team building.
• Led program effort in providing technical assistance to USDA – Rural Development in
missionary change from program administration to customer service outreach provider.
• Participated and trained in intensive diversity and inclusion program.
• Successfully constructed/participated and provided leadership with teams that continue
today, ranging from welfare reform to entrepreneurial training, and local government
participation methods.
• Developed curriculum for National Partnership meetings in CO, DC, FL, AK, MA, NH,
PA, OH, WY.
• Leader in formulating professional development training curriculum. Was responsible for
creating opportunities for and oversight of Graduate student interns/work study students.
• Team member in creation of National guideline for Outcomes Standards and Success
Measurement.
• Created policy guidelines as team member for new National Network Management
Team. Elected to such in 1998, under new name of National Rural Partnership Executive
Board.
• Expanded revenue source as Federal Participation declined through fundraising and
legislative action.
• Member Board of Directors for Central Massachusetts Regional Employment Board
(Workforce Central).
• Member Executive Committee Better Access Through Organized Networks
(BATON/MASSCARES – EOHHS - Hampshire County).
• Representative to Federal Reserve Bank Community Development Advisory Council.
• Member Technical Advisory Committee for Northeast Center for Rural Econ.
Development (Penn. State).
• Member Performance and Accountability Committee for the Strategic Accountability
Task Force (NRDP).
• Selected to participate in International Learning Cluster on Partnering @ Johns Hopkins
University.
• Leader in drafting, submission and “lobbying” the passage of the NRDP act of 2002 and
subsequent Congressional Authorization and budgetary earmark. Extensive work with
appropriation subcommittees and entire Massachusetts Delegation.
OTHER PROFESSIONAL EXPERIENCE
City of Pittsfield, MA (TMG ASSOCIATES)
Selected consultant to maintain and redefine the Human Resources function and provided staff
training/oversight for active personnel office.
Massachusetts Municipal Consulting Group – recruitment and wage/classification
specialist/Assessment Centers panelist
Town of Rockingham / Bellows Falls Village Corporation, Vermont 1986 - 1991
Municipal Manager/Economic Development Director
Town of Warren, MA - Town Administrator/Coordinator -Local Assessment Committee
(MGLA Chapter. 21D)
Massachusetts Municipal Circuit-Rider Administrator
EDUCATION/OTHER CAREER EXPERIENCE
• University of Southern Maine, Portland, Maine, Bachelor of Arts (Magna Cum Laude)
• Greenfield Community College, Associates Degree in Liberal Arts
• Partnering for Results – Extensive training – Johns Hopkins University
• Grant Reviewer - National Institutes of Health (NIH)
• Substantial legislative and administrative advocacy experience at State and National level
• Extensive Professional Development course work and seminar training in facilitation,
Americans with Disabilities Act, team building, achieving consensus, outcomes
framework, benchmark and achievement measurements, financial, administrative
compliance, grants writing and administration, New Governance, throughout entire
professional tenure.
COMMUNITY SERVICE
Cape Cod Regional Transportation Authority (Chair through October 2019)
Member of the Metropolitan Planning Organization (MPO – Through October 2019)
Future Connector Executive Task Force – The FIX - Canal Bridges task force
Bourne Financial Development Corporation
Barnstable County Substance Abuse Council (Past member)
New England Youth Theater (Past active parent)
Selected References –
Astrid Glynn, Assistant Secretary
Rail and Transit – MassDOT
10 Park Plaza – Suite 4160
Boston, MA 02116
Mr. Robert Troy, Esquire
(Bourne Town Counsel)
Troy Wall Associates
Sandwich, MA
(508) 888-5700
Ms. Michele Ford, Co- Chair
Bourne Finance Committee
C/O South Coast Health (NB
Hospital)
New Bedford, MA
(617) 480-2195
Mr. Thomas Cahir, Executive
Director
Hyannis Transportation Center
215 Iyannough Road, PO Box 1988
Hyannis, MA 02601
(508) 775-8504
Ms. Kelly Haverkampf
Nicolet College
5364 College Drive
Rhinelander, WI 54501
(715) 365-4410
Ms. Marie Oliva, Executive Director
Cape Cod Canal Region Chamber of
Commerce - Main Street
George “Bud” Dunham, Town
Manager
c/o Sandwich Town Hall
Sandwich, MA
George Slade, Selectman
Town of Bourne
Eldridge Ave
Pocassett, MA
Galon (Skip) Barlow,
(former Selectman)
Hideaway Village Association
Buzzards Bay, MA 02532
Mr. Barry Johnson, Town Clerk
Town of Bourne
24 Perry Avenue
Buzzards Bay, MA 02532
(508) 759-0600 Ext. 1313
Jamie Sloniecki, former Selectmen
Weldon Park
Sagamore, MA
(774) 313-8888
Mary Jane Mastranglo, Chair
Bourne Finance, Capital Outlay,
Wastewater Construction Committees
Town of Hadley - Responses to required
essay questions
Respectfully submitted,
Thomas M. Guerino
1. Finance – Some of this response is predicated based on the date of its drafting. Over the next 10 days
the landscape on economic recovery plans and health assessments could change dramatically, a little or,
none at all, from the Governor’s “opening up the Commonwealth” announcement and the results of the
two weeks moving forward with the Commonwealth’s plan. With the above being noted, my response to
the this first query follows:
Municipal Administration must, as completely as possible, assess what the true estimates for loss of
revenue will be and the duration. This, at a minimum, must include Chapter 70 for local and regional
school entities, Unrestricted Government Aid, tax delinquencies, loss of revolving account moneys, and
Charter School/School Choice Tuition reimbursements. Rooms and meals tax limitations for at least the
4th quarter of FY 20 and at least the first two quarters of FY 21 must also be placed in the calculation. If
the colleges are NOT going to open for the fall term, the sales and meals tax revenue loss will be more
substantial for the end of the first quarter and full second quarter of the FY. I anticipate Motor Vehicle
excise will remain relatively stable. While openings may be allowed via the Governor’s 4 phase plan, there
is no guarantee that citizens are going to flock to retail establishments and eateries, etc. There are
currently several different scenarios being discussed. Governor Baker’s recent comments that the
Commonwealth will try to leave the municipalities “in decent shape” is both encouraging and a bit
disconcerting at the same time. The Town must reach out to the agricultural community to assess its
anticipated losses or other hardships. This much be communicated to the Dept. of Ag Resources, EOHCD,
USDA, Rural Development, and the Farm Service Agency.
The dynamics of the municipal operation must be reviewed in this context by Administration and several
working scenarios must be considered. Town leaders must look to what is necessary to fulfill the corporate
function by law, and regulation. It must assess the following, what is required by federal, state, and local
by-law. What are the municipal priorities that are not required via bylaw, and what are “nice to have.”
Some of the latter may be priorities. Examples may include Recreation Department programs and Library
offerings. These are not mandated by statute. However, they may play such an important function as to
be seen as essential for community wellbeing and character. Summer programs may be necessary (with
proper safeguards) to allow other parts of the economy to re-open. Further, non-essential ATM or STM
articles should be taken off the warrants and/or otherwise deferred, including non-critical Capital
expenditures. This may cause some short-term consternation by civic groups, Town Boards/Committee’s,
and municipal departments. However, it may be absolutely required. This may extend to matching grant
programs. What are the local bargaining units’ position on assisting during this difficult period. Will lay-
offs or reduction in hours be required? Are furloughs a possibility throughout the organization, including
schools? Department leaders need to be prepared to offer reduction scenarios. These leaders know their
budgets and trends the best and their expertise is needed and respected. Across the board percentage
reductions are generally not a good way to go. Smaller departments with little in the way of expense lines
or departments of only 1 or 2 FTE’s (OR LESS) are many times subjected to more devastating cuts of
programs and service by straight percentage reduction. Once again, prioritization is, the key. Public Safety
and Public Health are of the highest of priorities. Additionally, local and regional schools, while having to
spend $$ to shift educational methods and deliver meals etc., could be saving a good sum on
transportation and out of district special education transportation costs. Any surplus (above current
policy) should be returned to the locality(ies) prior to the close of the FY 2020 books and be counted
toward the free cash certification. As of today, FY 22 will prove to be more difficult than the close out of
FY21. All possible state and federal revenue sources that specifically deal with the COVID 19 downturn
should, where applicable, be applied for with the Regional Planning Commission and University systems
being tapped for assistance. Finally, override capacity should be looked at as a tool as should excess levy
capacity, though the latter was minimal in FY20 and the former is not too likely, based upon the historic
review of override vote outcomes in Hadley.
All of the above need to be vetted and thoroughly discussed with all town departments, bargaining units,
School Administration professionals, and elected leaders. Assuming consensus can be achieved, plans
need to be brought to the public for review, comment, and amendment where required. Also, how are
the Town’s financial policies impacted and what is the need to adjust these for the short term. What will
be the plan to “pay back” or achieve policy adherence and over what terms. Of course, coordination with
the MMA, STAM, and the Town’s legislative delegations will be important. It is necessary to tell the Town’s
story thoroughly, completely, and transparently.
During my tenure in Bourne, there are many examples of having to constrain and/or reduce budgets
dating back to my first day on the job in 2005 and during economic downturns in FY 11/12 and again in FY
16. Each of these reduction times required different approaches but all required elected official, Finance
committee, School Department, Departmental leader(s), bargaining unit(s) and public participation and
buy-in. FY 05 depicted a $1.5 million dollar shortfall in the Health Insurance Trust (Bourne is self-insured
for health, dental and unemployment insurance). I gathered a multi-participant group known as the “High
Level Huddle” to work out various scenarios to correct the invert in the revenue/expenditure equation for
several years forward. Staff was reduced and a plan to limit the use of free cash for the budget was
undertaken. An override was requested (the first since 1990) and was successful. Staff was not reinstated
as the amount requested from the voters included a reduction in current (at the time) expenditures. The
Health Trust was split into two-trusts employee and employer, which halted the town from using these
moneys for anything other than health and dental insurance. Bargaining units agreed to forego step
increases.
In 2011, during the continuing fallout of the 2008/2009 recession’s economic downturn, I renegotiated
the LIUNA contracts to reduce the growth of wage, primarily due to 3.9% step raises, on top of any COLA
( 5.9%/6.4% annual increase in total) to a more justifiable step plan of 2.50% between steps for new
employees who commenced employment post 07/01/12. Later, we agreed to cap the town’s investment
in the LIUNA pension fund at a fixed fee as opposed to an amount per-hour per-employee that was tied
to the wage and step plan. The net savings over the term of the step plan was estimated at $867,000.
In FY 16, the Town’s use of free cash toward the budget was becoming unsustainable. It was a long-
standing policy to do so, utilized by the former full-time Select Board. The Town was going to fall below
policy and the spread would be worse in the out years. An override was attempted and supported in FY
16 (2015). It failed and departmental reductions and staff consolidations, department elimination ensued.
* The Town Administrator worked closely with Department and town/school department leaders to work
through budget and staff reductions. Public hearings were held, CATV, and on-line platforms were utilized
for outreach. Attached, please find the report to the Select Board and Finance Committee of the probable
outcomes of a failed override and, the document brought to the public during the outreach effort. In the
end, departments were eliminated, consolidation of duties occurred, wage freezes (steps) were
implemented and transfers was undertaken. The positive outcome was a group consisting of the School
Supt., School Committee, Finance Committee, Town Administrator, Finance Director and Select Board,
revamped the entire financial policies of the Town including a sustainable OPEB contribution policy.
2. Growth – The management, advocation, or curtailment of growth is a proposition that is uniquely local,
often complicated by regional pressures. Tensions can also occur within different neighborhoods of the
same community. Having served on a number of Regional Development Organizations throughout my
tenure, being a leader on a number of local development task forces, my 10 years as the Director of the
Mass. Rural Development Council, and being a Franklin County native, positions me to understand the
needs and tensions of a community like Hadley. I am experienced in assisting communities assess what
their growth priorities are, how to keep a Town’s sense of place, and understand the need to honor,
respect and preserve a community’s rich history. I note that Agriculture is as much economic
development as is commercial, retail and industrial activity. Supporting and maintaining a vibrant
agricultural sector is a key to preserving community character, history, and economic well-being. It is the
balance amongst these competing interests, along with the pressures of residential development that
becomes the “secret sauce” to a successful community. On this, the positive update of the Master Plan
is an achievement to be celebrated. How will the community operationalize the vision contained within
the Master Plan.
Initially, I would sit down with the Planning Board in a work session to receive a primer on how the Board
came to consensus on the outcomes within the Plan. This includes all the outreach that was undertaken
and where the points of tension may have been leading up to the final draft of the Plan. I would then
move to read the recent history on how the Plan was being implemented, who was being engaged and if
the Town Departments were actively incorporating the priorities in the Plan into their departmental goals.
This would be a piece of Department Leaders annual review. I would also see how the Town’s Boards
and Committees, including the Select Board, were developing strategies to keep the provisions of the Plan
front and center in as they conduct regular business. A vision statement for each of the above should be
front and center noting the intention to work toward achieving the outcomes of the Plan. I would
incorporate the vision statements into the preamble of each agenda and have is noted publicly. Finally, I
would call an annual joint session of Boards, Committees and Department Heads, led by the Planning
Board, to benchmark achievements made to date and where impediments have been encountered.
Where necessary, I would seek, or recommend that others seek the expertise from the Regional Planning
Commission for assistance, look to EOCHD and other agencies for both planning and implementation
funding, work with CISA and other regional advocacy, business, educational and agricultural groups to
help in areas where there are specific proficiencies.
In Bourne, the Town updated the Long-Term Comprehensive Plan (LCP) twice during my tenure. It was a
difficult task as Bourne is a Town of many villages, similar to the Town of Montague, with each village
having a unique character and sense of community. We conducted town wide visioning sessions to gage
the citizens priorities of what they wanted Bourne to be, in its best sense. While there was some
agriculture that was seen as very important to the Town, aquaculture, the blue economy,
honoring/preserving the Town’s historic past, and the revitalization of Buzzards Bay village and as the
“Main Street” of Bourne were key components of the LCP. Keeping an excellent relationship with the
various military service branches and leadership at Joint Base Cape Cod (JBCC) was also a high priority.
On these, strategic plans were created for each. Farmland preservation was established, zoning by-laws
were amended to assist in this endeavor. Aquaculture harvesting and planting areas were granted for
expansion of the commercial shellfishery, a municipal position description was reworked to bring in a
science-based expert, strategies for nitrogen reduction into the waterways and embayment areas were
commenced.
Marketing to encourage sport fishing along the Cape Cod Canal and noting this as a most desirable tourist
area was undertaken. Strong endorsements for industrial expansion of Hydriod Corporation (world class
manufacturer of underwater search vehicles) was brought forward to the regional regulatory
Commission. A historic district was formed, and a number of properties were placed on the State and
National Historic Registers.
The Town commenced a concerted effort in Buzzards Bay. This retail and main street area had been long
dormant and in a state of blight for decades, after Camp Edwards (now JBCC) changed its mission and the
strategic air squadron was moved to Westfield, MA in the last Base Closing Commission round of cost
saving measures. These measures included but are not limited to, zoning changes to increase density and
height maximums, the designation as a growth incentive zone through the Cape Cod Commission. A
number of Mass Works Main Street grants for street scape improvements were applied for and received.
A citizen committee was engaged to redesign of the Town park ( common ) to include a walking path ear
the Cape Cod Canal, and $2.3 million dollars from the Capital improvement program for a new playground
with a splash pad was approved by town meeting and completed. Boards of Survey were engaged to note
blighted buildings and they were either repaired by the owner or ordered to be torn down. A new hotel,
market rate apartment complex, and mixed-use development are complete or currently under
construction as a result of the zoning changes noted above. The Town was also successful in securing a
$2.3 million EDA infrastructure grant, complimented by an addition $1.5 million Mass Works grant and $4
million of Town bonded funding for the construction of a small wastewater treatment facility. As Town
Administrator, I was a leader in moving all of the above forward with great multi-sector teams, all in
accordance with the goals established by the LCP, or Master Plan. By focusing on Buzzards Bay as one of
the two major growth areas of the Town, the historic areas and quaint residentially oriented villages are
better able preserved. The key to success is balance. If one exceeds to the detriment of the other, i.e.
Commercial Development taking over historic parts of town, overall development will soon cease. The
Town will not be a desirable place to live, work and recreate. Conversely, if such stringent restrictions are
placed on commercial, housing or agricultural development to preserve community historic character,
that character will be lost, as the means to maintain it are not there to help the Town to afford to support
it.
I believe the examples noted above depict how I would engage all sectors of the community are noted in
paragraph two of this question.
3. Succession of Town Administrator Nixon, et. al.
Mr. Nixon is not only regarded in high esteem within the boundaries of the Town of Hadley, he is most
respected throughout surrounding Towns, by STAM and the MMA. He is seen as a person who has done
well for the communities he as served over his tenure, and has been able to achieve a good work/life
balance. Any subsequent Administrator will be unable to fill the large footprint left by Mr. Nixon. The
new Administrator will have to establish him/herself and create her/his own path forward.
Within the sub-topic areas of this question A., B., C., E., require one important ability. That ability is to
listen.
a. Establish Relationship with Select Board – The first and foremost thing to fostering a good
working relationship is to understand that the Town Administrator is not a sixth Select Board member. IT
is key to sit down with the Board to understand what the collective priorities are, how they come to these
priorities and how they best receive information. Assuring that no one member has a monopoly on the
TA’s focus and setting the ground rule that any action requested by a member of the Board should be
brought before the full body for discussion and possible action. The TA must distribute information timely,
accurately and to each member equally. Providing timely responses to the Board is imperative. This is
the case even when information requested is not readily available in the timeframe initially required by
the Board. It is better to inform the board of this than providing incomplete data which could lead to poor
or inaccurate decision making by the Board. I would also suggest that one workshop per month be held
on topical areas or goal achievement strategies. This would be in addition and separate to the regularly
scheduled Select Board meetings. The current and any subsequent Chair of the Board and TA must have
an open and frank dialogue as establishing a consent agenda for Select Board meetings takes good
communication and a trusting relationship. Both trust and respect are not granted, but earned.
b./c./e. Develop Leadership and management presence/work with senior management
team/engage and get to know the needs, wants and desires – Get out of the office!!! Meet with
Department leaders individually and within Department head meetings. Set agendas for both. Meet with
Public Safety Chiefs and Health Agent and Financial staff immediately. Observe and hear about what the
departments are working on, what is going well and where there are challenges. Set up a meeting with
the School Superintendent. Meet and be updated by the Assessors, and Conservation Committee. Look
at what the DPW is undertaking for projects. Convene a listening session with Senior Management. Find
out the troubled areas and become familiar with town wide activities. How are the departments dealing
with the current COVID 19 situation? Get to know the administrative support staff by engaging via MBWA
(management by walking around). Be engaged and concerned. Get out into the community. Speak with
the Chamber of Commerce, business alliances, and be introduced to the Agricultural community leaders.
Be available to attend service organization meetings. Immerse in local municipal committee meetings.
Meet with the Chairs of local committees. Attend a PTO meeting or two. Establish a rapport with the RTA
and the RPC. The key is to be engaged and visible.
d. Address any conflicts… - This is not something that is really answerable in a broad context, as
any conflict will be very-specific to individual subject matter. Emergency matters are different and
generally require a more immediate response and swift communication skills. I will only note that once a
conflict is brought to my attention that a review of any history that has had a part in creating this issue. If
this is a conflict between departments or staff members, listening to all sides of the problem is necessary.
I would seek insight from the departmental leadership, unless the conflict is concerning them. I note that
conflict can be anything from “someone ate my lunch in the refrigerator at town hall”, to MassDOT and
the Town having issues over proposed work on routes 47 or 9 – or anything in between. Each has to be
assessed and addressed in context. Whom may be involved and what the level of outside engagement is
necessary, if at all, will be determined on a case by case basis. The priority is to listen, research and be
fair in any determination that is required by the TA.
f. Describe your “on boarding” plan for your first year – A great deal of the “on boarding”
activities I would be engaged with are discussed throughout the context of the responses above. I will
hopefully be able to address this without being redundant.
It is important to immerse in the activities of the community. Be present and available. Attend as many
meetings of elected and appointed boards as possible and practical. Listen. Engage the departments and
learn about their work. Find out what makes Hadley, Hadley. I was brought up in the area and understand
that I do not really have the insight to know what makes Hadley a proud and welcoming community. Ask
questions. Read minutes and reports of Boards and Committees. I will meet with the Moderator to learn
how s/he conducts Town meeting and what her/his expectations and requirements are.
I will need to review the financial and capital needs of the Town and become familiar with the rolling
stocks condition. I will also need to have frequent meetings with the financial and public safety leadership.
I will not hesitate to call Mr. Nixon with a question, provided he is willing to offer counsel and historic
perspective when asked. I certainly will get to know the local legislative delegation. Meeting with
neighboring community Town Managers and Administrators will be important as Hadley shares many of
the same concerns. These may include traffic, public safety response, development pressures,
environmental concerns, wastewater needs, and MassDOT Region 2 mutual concerns.
Not finally, but in a way to conclude, I will do my utmost to work with the Select Board. As noted above,
one will not fill the shoes of the outgoing Administrator. The next TA will have to blaze his/her own trail.
I hope it will be myself in this role. Communication and deliberate honestly will be the key to success.
**for informational purposes related to question 1 and budgetary reductions.
Attachment A
MUNICIPAL SERVICE IMPACTS FAILED OVERRIDE(1).pdf
Attachment B
FAILED OVERRIDE ppt (2).pdf
Impacts of a Failed Override to Municipal Services
Presented to the Finance Committee, School Committee, & Board of
Selectmen7/13/2015
Summary of Financial Impacts
Department of Natural ResourcesFailed Override Budget Reductions
• Reductions– Reduction of 3.71 FTE’s
• Reduce 1 FTE in FY’16
• Further reduce 2.71 FTE’s in FY’17
– Reduction in expense line items
• Primary Impact of Reductions– No seasonal patrol boat personnel available
– Elimination of annual shellfish relay program
– Suspend upweller operation. (Annually the department raises 500,000 quahogs and 200,000 oysters in floating upweller systems and transplants them throughout town)
– More management closures of shellfish areas
– Suspend operation of the two town Pump Out Boats, shore-side pump out only
Department of Natural ResourcesFailed Override Budget Reductions
• Primary Impact of Reductions…
– DNR permitting process will create additional time, and not guaranteed same day service
– Overall flow of mooring related requests will be affected. Boat changes, new permits, stickers, etc. will all be delayed
– Swim floats and town floats will fall in disrepair and will not be deployed
Police DepartmentFailed Override Budget Reductions
• Current Staffing– Law Enforcement - 47 FTE’s (includes chief and lieutenants)– Dispatch – 4 FTE’s– Administrative – 4 FTE’s (including custodian)
• Current Services– Four cars patrol areas through-out town– Able to respond quickly and provide backup to other areas as
needed – Especially important considering town is busier than ever
– High visibility– Provide staffing for emergency shelters– Traffic enforcement
Police Department Failed Override Budget Reductions
• Reductions: – Eliminate three (3) FTE’s from the law enforcement staff
• Primary Impact of Reductions:– Reduce current patrol plan to a three car minimum plan per shift– Increase patrol area sizes, and create more issues where patrols will
be dispatched to other areas for calls or backup– Increase response time to calls for service– Reduce the visibility of police in the community– Reduce other functions such as staffing shelters or providing traffic
enforcement, etc– The reduction of these positions will severely impact the current
service provided to residents.– Calls will be re-prioritized and stacked due to the decrease in patrol
staff
Fire DepartmentFailed Override Budget Reductions
• Current Staffing
– 45 FTE’s - Includes all fire and paramedic staff
– 1 FTE - Administrative
• Current Services
– Presently handle 4800 calls for service (EMS/Fire/Water Rescues/Haz Mat)
– Staff three stations, maintain four
Fire DepartmentFailed Override Budget Reductions
• Reductions– Reduction of 12 FTE’s from the Fire/EMS ranks
• Eight (8) from grant/four (4) from budget• Loss of $1.3 million dollars in federal grant funding
• Primary Impact of Reductions– Closure of Sagamore Station– Increased response times for emergency service– Loss in generated revenue for EMS and Fire– Increased reliance on Mutual Aid– Increase time required for inspections and plan review– Community outreach eliminated
Recreation DepartmentFailed Override Budget Reductions
• Current Staffing– Two (2) FTE’s year round– Seasonally: lifeguards, tennis instructors and camp
counselors during the summer, as well as part-time employees throughout the year based on programs
• Services Provided– The Recreation Department provides year-round programs
including: • Swish basketball, lifeguards at 2 beaches, summer camp, tennis
lessons, swim lessons, learning programs, taekwondo, after-school enrichment programs, open gym, school vacation activities, field trips, and free community events. We also handle the scheduling of the community building. The department had a total of 1,844 registrations in the 2014 calendar year.
Recreation DepartmentFailed Override Budget Reductions
• Reductions (FY’16)– Reduction in expenses line items– Seasonal Salary Turn Back (Lifeguards)– Reduction of .2 FTE’s– Shift hours from the Dept. Head Salary Line Item to the Revolving Account
• Reductions (FY’17)– Reductions in expenses line items– Elimination of Lifeguard program
• Primary Impact of Reductions– Elimination of the lifeguards at the 2 beaches– No swim lessons offered– Cancellation of all free community programs that are currently funded from
the expense account– Elimination of all subsidies and scholarships for families that cannot meet the
financial obligations– No summer camp scholarships– All program fees would be increased to cover all costs, including equipment
and salaries
LibraryFailed Override Budget Reductions
• Current Staffing– 8.02 Total FTE’s
• 4 professional staff (Director, Asst. Director, Technology Librarian, Children’s Librarian)
• 6 part time staff (4 PT circulation asst., 1 PT children's. asst., 1 PT catalog asst.)
• 1 part time custodian
• Services Provided • Books in regular & Lg. Print, movies –DVD & downloadable, Magazines & newspapers – regular &
Lg. Print, eBooks & eReaders, public use computers, museum passes, technology assistance & instruction, reference services –online, in person, etc., fax machine, service for blind & physically challenged, school assistance & resources, online databases, inter-library, access to 33 libraries with CLAMS card, career resources, Wi-Fi, meeting room usage, STEAM resources, children’s story times and programming including lap babies, pre-school & toddler programs, music & movement, intergenerational stories, summer reading programs, adult programs, author visits, concerts, book clubs, community outreach.
LibraryFailed Override Budget Reductions
• Reductions
– Reductions of 2.25 FTE’s from part-time staff and custodial staff– Materials (books, etc.) reduction– Data processing (technology) line item reduced– Misc. Line item reductions
• Impact of Reductions
– Probable loss of State certification –Inability to use other libraries in Massachusetts, Inability to apply for LSTA grants, No State Aid funding for Bourne (current year $24,000).
– 20% reduction in operation– Elimination of all adult programming– Elimination of 1 on 1 technology assistance– Children’s programming reduced by 50% (Reduction of 200 programs a year)– Unannounced & unplanned closures due to staff shortages– Elimination of important library public databases– Reduction in maintenance and upkeep of the building– Longer wait times for best sellers and new releases– Less materials in the formats desired by the public, including the elimination of some– Greatly reduced availability of meeting room use hours
Council on AgingFailed Override Budget Reductions
• Current Staffing
– Total FTE’s of 9.17
• 7.1 Budgeted FTE’s
• 2.07 Paid by other resources (revolving fund/formula grant)
• Current Services Provided
– Sustaining seniors in their homes
– Providing earlier intervention
– Minimizing acute episodes requiring hospitalization
– Maximizing more efficient utilization of community resources: Fire, Police
Council on AgingFailed Override Budget Reductions
• Reductions– Reduction of 1 FTE in FY’16– Further reductions of .82 FTE in FY’17– Reduction in expense line items (programs)
• Impact of Reductions– Dramatic increase of telephone calls receiving and returning calls with inquiries on
programs and other resources will impact on the Office staff regular job duties;– Impact accurate statistical reporting necessary for funding and Annual Reporting to the
State; rely on two office staff to maintain this program will impede on their own workload;
– Lack of COA transportation means use of Public Transit for medical, food and other necessities; for those who are disabled this becomes a burden; more telephone calls to the office for information and referral services;
– Over 2,000 elders rely on the Newsletter to learn about current events and or services; impact will be on the office staff with increase telephone calls; putting their regular workload on hold
– Cut in program monies (used for Food purchases) will affect the Supportive Day Program which relies on the Café for their daily lunches;
– Reduce assistance to REC Dept. with program scheduling– Greatly reduce all program offerings
Town Hall/AdministrationFailed Override Budget Reductions
• This line item in the summary includes all functions currently staffed at town hall (except for DNR) and well as other general government functions
• Currently, the building is open to the public Monday through Friday, 35 hours per week
• Multiple town committees and boards meet weekdays and in the evenings in the conference room
Town Hall/AdministrationFailed Override Budget Reductions
• Reductions– The Full year reductions to Town Hall and Administration
will result in an additional loss of 1.75 FTE’s
– Additional expense line items will be reduced
• Impact of Reductions– Contract Custodial services will be reduced by 40%
– All non VNA Human Service Organizations funding will be eliminated
– Street Lights disconnected in most non intersection locations
– All funding for Community Development will be eliminated
Community Building OperationsFailed Override Budget Reductions
• Current Staffing
– 2.0 FTE’s (1 full-time, two part-time positions)
• Current Services Provided
– Custodial services necessary to keep the building open approximately 78 hours per week
– Facility maintenance service including general repairs, routine and preventive maintenance
– Operations required for functions and conference room use
Community Building OperationsFailed Override Budget Reductions
• Reduction:
– Reduce staffing to approximately 1 FTE
– Reduce expense line item for building repairs
• Impact of Reductions:
– Limit public access to the building to approximately 40 hours per week
– Emergency repairs will require reserve fund transfers
– Severely impact Recreation Department and Council on Aging Department programs and offerings greatly
Department of Public WorksFailed Override Budget Reductions
• Current Staffing– 2.5 FTE Admin– 15 FTE Curbside operations– 3 FTE Vehicle maintenance– 7 FTE Maintenance and hi-way work
• Services Provided– Curbside trash and recycling– Roadway paving and maintenance
• Line painting• Guard rail • Curbing• Patching
– Street sweeping– Drainage– Assist town departments
– Tree work– Roadside mowing– Town property landscape maintenance– Vehicle maintenance for town fleet– Beach and beach-way cleaning and
maintenance– Snow plowing– Emergency response
Department of Public WorksFailed Override Budget Reductions
• Reductions: – Eliminate one (1) FTE in the maintenance and hi-way line
items
• Impacts of Reductions– Greatly increase the time it takes to sweep spring roads– Increase response times to public emergency events,
including snow plowing– Dramatically increase response times to public requests for
maintenance– Impact the time it takes to complete roadside mowing, and
brushing– Reduce assistance to other town departments including
DNR, Clerks office, etc
Bourne Public SchoolsFY16 Mid-Year Reductions ($761,125)
8.3 FTE Staffo 2.4 FTE Administrative Positions
o 1.9 FTE Support Staff
o 4.0 FTE Teachers
FY17 Reductions ($1,530,630)5.8 FTE Staff
o 1.2 FTE Administrative Positions
o 1.8 FTE Support Staff
o 2.8 FTE Teachers
14.1 FTE staff total FY16/FY17 reductions
Bourne Public SchoolsIMPACT
FY16 reductions progressively work around the classroom only delaying the impact until FY17
FY17 progress to meet community expectations for a well-rounded educational experience for all students will decrease
FY17 BPS will have to narrowly focus on compliance and regulatory obligations such as educator evaluation, English Language Learners, new student discipline law, special education regulations, and student growth in accordance with state mandated testing
FY17 reductions rely heavily on no new compliance or regulatory changes otherwise programs like BHS bus transportation, athletics, and fine arts will be in-play to balance the reductions
FY17 BHS will lose New England Association of Schools and Colleges accreditation
FY17 School Choice revenue will decrease compounding the financial complexities to the BPS and the community
FY17 BHS Access to an Early College Experience Program will cease and desist
FY17 students will lose access to electives and special area courses
FY17 inappropriate student behavior/distractibility in the classroom will increase with less out of class support/engagement for students
FY17 decreased access to embedded communication for parents/caregivers
Summary
• Majority of departments have cut either personnel or expenses over the last few years
• Most expense line items are cut to the bare minimum, no where left to cut other than positions
• A reduction of these FTE’s from the budget will severely impact current services provided
Financial Scenarios
Assumptions New Growth added to the tax base is 300,000 per year
Local receipts increase an average of 1.7%, Cherry Sheet revenues remain stable but Cherry Sheet charges increase 5%.
Town Salaries increase at 2.5% and Expenses at 1.5% Bourne Public Schools increase at 2.25% Upper Cape Tech School increases at 8% County Retirement increases at 8% Group Health Insurance increases at 7%
Scenario 1 – Do Nothing
Free Cash Estimated to be $2,304,800 in FY16. Free Cash being used in FY16 for budget is $1,792,345. The Towns Free Cash Policy is to have a free cash
balance of 5% of GFOB. FY16 GFOB of $57,674,883 equals free cash of $2,883,744. Free Cash for FY16 is estimated at $2,304,800 which equals 4% and is below policy.
Free Cash necessary to balance FY17 is $2,476,000. Using all available free cash of $2,304,800 leaves a deficit of 125,000 and no free cash for future years.
Scenario 1- Do Nothing BALANCE Current Proposed Assumed Future Projected Years
SURPLUS OR DEFICIT Budget Budget Rate of Growth FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Revenue Sources 61,538,899.00 62,618,605.00 $63,045 $64,575 $66,179 $67,793 $69,460
Expenditures 65,099,800.00 64,854,250.00 $65,521 $67,479 $70,145 $72,815 $75,289
Balance -3,560,901.00 -2,235,645.00 -$2,476 -$2,904 -$3,966 -$5,022 -$5,829
Cumulative Balance -$4,712 -$7,616 -$11,582 -$16,604 -$22,432
BALANCE WITH Current Proposed Assumed Future Projected Years AVAILABLE FUNDS Budget Budget Rate of Growth
FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash for Expeditures 3,159,000.00 1,792,345.00 $2,476 $2,904 $3,966 $5,022 $5,829
Free Cash for Articles 373,901.00 73,500.00 Free Cash for Capital 28,000.00 369,800.00
Balance 0.00 0.00 $ $ $ $ $
RESERVES Current Proposed Assumed Future Projected Years
Budget Budget Rate of Growth FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash (July 1) 4,897,346.00 2,304,800.00 2.00% -$125 -$3,032 -$7,059 -$12,222 -$18,295
Stabilization (July 1) 3,517,265.00 3,605,196.63 2.00% $3,677 $3,751 $3,826 $3,902 $3,980
Total Reserves 8,414,611.00 6,199,996.63 $3,552 $719 -$3,233 -$8,319 -$14,314
Free Cash % of GFOB 8.7% 4.0% -0.2% -4.9% -11.0% -18.2% -26.4%
Stabilization % of GFOB 6.3% 6.3% 6.1% 6.0% 5.9% 5.8% 5.7%
Other Free Cash at STMs during year -1,556,901.00
Free Cash with Override/Reductions 2,304,800.00
Expected EOY Turnbacks/Revenue 1,200,000.00
Scenario 1 Do Nothing 4.0%
Free Cash Balance to Policy-Scenario 1
2,304,800 -125,000
-3,032,300
-7,059,000
-12,222,000
-18,295,000
2,818,774 2,887,400 2,975,200 3,092,900 3,220,250 3,473,000
-20,000,000
-15,000,000
-10,000,000
-5,000,000
0
5,000,000
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Free Cash 5% GFOB
Scenario 2 – 2.9 million override
Override of 2.9 million would bring free cash in FY16 to $5,204,800
Free cash for FY16 would be above policy at 9% of the GFOB
Free Cash would not be required to balance FY17’s budget. Excess Revenues over expenses would increase free cash in the amount of $396,000
Free Cash would begin to be needed again to balance FY18’s budget in the amount of 7,000 and in FY19’s budget in the amount of $993,000
Free Cash would stay within policy almost through FY2020 when it would drop to 4.6% but would fall below policy in FY21 at .6%
Tax Impact would be an additional .7081cents per thousand. Average house in FY15 is $290,200. Cost of override in year one estimated at $205.49 or $17.12 a month
Scenario 2 – 2.9m Override BALANCE Current Proposed Assumed Future Projected Years
SURPLUS OR DEFICIT Budget Budget Rate of Growth FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Revenue Sources 61,538,899.00 65,518,605.00 $66,018 $67,622 $69,302 $70,994 $72,741
Expenditures 65,099,800.00 64,854,250.00 $65,621 $67,629 $70,295 $72,965 $75,439
Balance -3,560,901.00 664,355.00 $396 -$7 -$993 -$1,971 -$2,697
Cumulative Balance $1,061 $1,053 $60 -$1,910 -$4,608
BALANCE WITH Current Proposed Assumed Future Projected Years AVAILABLE FUNDS Budget Budget Rate of Growth
FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash for Expeditures 3,159,000.00 1,792,345.00 -$396 $7 $993 $1,971 $2,697
Free Cash for Articles 373,901.00 73,500.00 Free Cash for Capital 28,000.00 369,800.00
Balance 0.00 2,900,000.00 $ $ $ $ $
RESERVES Current Proposed Assumed Future Projected Years
Budget Budget Rate of Growth FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash (July 1) 4,897,346.00 2,594,800.00 2.00% $5,705 $5,812 $4,935 $3,063 $427
Stabilization (July 1) 3,517,265.00 3,605,196.63 2.00% $3,677 $3,751 $3,826 $3,902 $3,980
Total Reserves 8,414,611.00 6,199,996.63 $9,382 $9,563 $8,761 $6,965 $4,407
Free Cash % of GFOB 8.7% 4.5% 9.5% 9.4% 7.7% 4.6% 0.6%
Stabilization % of GFOB 6.3% 6.3% 6.1% 6.0% 5.9% 5.8% 5.7%
Other Free Cash at STMs during year -1,266,901.00 290,000.00 Free Cash with Override/Reductions 5,204,800.00 Expected EOY Turnbacks/Revenue 1,200,000.00
Scenario 2 $2.9M override 9.0%
Free Cash Balance to Policy-Scenario 2
5,204,800
5,705,000 5,812,000
4,935,000
3,063,000
427,000
2,818,774 2,887,400 2,975,200 3,092,900 3,220,250 3,473,000
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021Free Cash 5% GFOB
Scenario 3 – Cuts
Cuts would be made in FY2016 in the amount of $1,300,000 and $2,600,000 in FY17 forward.
Free Cash would be above policy FY16-18 but would begin to fall below policy in FY19 at 3.7% and down to negative .2% and negative 5% in FY20 and FY21 respectively.
Cuts would reduce costs on the employee benefit side of expenses (health insurance, medicare tax and retirement benefits) but increase costs for unemployment insurance.
Additional cuts beyond the 2.6 million would be necessary beginning in FY19
Scenario 3 – Budget Cuts BALANCE Current Proposed Assumed Future Projected Years
SURPLUS OR DEFICIT Budget Budget Rate of Growth
FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Revenue Sources 61,538,899.00 62,618,605.00 $63,045 $64,575 $66,179 $67,793 $69,460
Expenditures 65,099,800.00 63,554,250.00 $62,921 $64,879 $67,545 $70,215 $72,689
Balance -3,560,901.00 -935,645.00 $124 -$304 -$1,366 -$2,422 -$3,229
Cumulative Balance -$812 -$1,116 -$2,482 -$4,904 -$8,132
BALANCE WITH Current Proposed Assumed Future Projected Years AVAILABLE FUNDS Budget Budget Rate of Growth
FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash for Expeditures 3,159,000.00 1,792,345.00 -$124 $304 $1,366 $2,422 $3,229
Free Cash for Articles 373,901.00 73,500.00
Free Cash for Capital 28,000.00 369,800.00
Balance 0.00 1,300,000.00 $ $ $ $ $
RESERVES Current Proposed Assumed Future Projected Years
Budget Budget Rate of Growth
FY'15 FY '16 Fy '17-'21 FY '17 FY '18 FY '19 FY '20 FY '21
Free Cash (July 1) 4,897,346.00 2,304,800.00 2.00% $3,801 $3,572 $2,278 -$98 -$3,329
Stabilization (July 1) 3,517,265.00 3,605,196.63 2.00% $3,677 $3,751 $3,826 $3,902 $3,980
Total Reserves 8,414,611.00 5,909,996.63 $7,478 $7,323 $6,104 $3,804 $652
Free Cash % of GFOB 8.7% 4.1% 6.6% 6.0% 3.7% -0.2% -5.0%
Stabilization % of GFOB 6.3% 6.4% 6.4% 6.3% 6.2% 6.1% 6.0%
Other Free Cash at STMs during year -1,556,901.00
Free Cash with Override/Reductions 3,604,800.00
Expected EOY Turnbacks/Revenue 1,200,000.00
Scenario 3 cuts No override 6.4%
Free Cash Balance to Policy-Scenario 3
3,604,800 3,800,896 3,572,914
2,278,372
-98,440
-3,329,000
2,818,774 2,887,400 2,975,200
3,092,900 3,220,250
3,473,000
-4,000,000
-3,000,000
-2,000,000
-1,000,000
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Free Cash 5% GFOB
